Coulson-Thomas explains, “Building learning, critical success factors and how high performers operate into job support tools can quickly boost the productivity of key workgroups.”
Return on investment was the theme of the day long event hosted in Scotland. The Professor explained: “While there may be an association between training and development and higher performance establishing a causal link is often difficult. Effective management teams endeavour to do well in areas such as corporate governance and training and development, but their superior performance overall is often the result of many other things they get right. Evaluation needs to get specific.”
A two-year investigation of corporate learning plans and priorities by Coulson-Thomas reveals that while large sums are spent on grandiose initiatives, fashionable concepts such as empowerment, and general ‘quality’, ‘teamwork’
Coulson-Thomas found: “Many trainers and human resources teams ‘follow fashion’ and buy ‘off the shelf’ rather than think about what would be most appropriate in specific situations. They provide standard programmes regardless of individual interests and workgroup needs. They expose people working on very different activities, to common experiences that have little relevance to their particular requirements and priorities. Key workgroups lack what they need to be effective.”
The Professor explains: “Much of what is presented in traditional courses is quickly forgotten, while people find e-learning boring. Many e-learning centres are like chapels of rest. The largest returns on investment result when organisations use bespoke support tools to make it easy for important workgroups to understand complex issues and do difficult jobs. The focus is upon vital areas like winning business and building customer relationships. Learning and working are integrated.”
According to Coulson-Thomas, “Simply providing knowledge is not enough. People may also require skills and tools to apply it. Evaluations of tools developed for sales teams reveal improved win rates, increased cross and up-selling, shortened sales cycles, lower staff induction and training costs, and less time out of the field. Many organisations are missing a historic opportunity to boost workgroup and corporate performance.”
Further information on the use of job support tools to make it very easy for average performers to adopt winning ways are summarized in ‘Winning Companies; Winning People’ which can be ordered from: Tel. +44 (0)1243 779378; Fax. +44 (0)1243 779078; or on-line from http://www.coulson-
The 239 page A4 report ‘Developing a Corporate Learning Strategy’ examines nine policy issues in depth, including developing the skills and assembling the internal and external capabilities to build a learning organisation. The report contains diagrams, checklists and 13 revealing case studies to help ensure an organisation’
‘Developing a Corporate Learning Strategy’ and a related report ‘Managing Intellectual Capital to Grow Shareholder Value’ are available from Policy Publications Tel: 00 44 (0)1733 361 149; Fax: 00 44 (0) 1733 361 459; Email: colinct@tiscali.co.uk;
Details of other reports presenting critical success factors and winning ways identified by Prof. Coulson-Thomas’
Information on courses and workshops covering critical success factors and winning ways in areas vital for corporate success can be found via http://www.adaptation.ltd.uk
Prof. Colin Coulson-Thomas, an active consultant and experienced chairman of award winning companies, is the author of ‘Developing Directors’, ‘The Knowledge Entrepreneur’
